In a market context in which it is necessary to navigate by sight, it becomes more and more important to look to clients, their stories and their projects. The added value of wealth management passes from here, with people at the centre point. Not the here and now but a long-term strategy, a sartorial job, a consultation that presents the precise measure of a tailored suit. These are the principles that inspire the work of SCM SIM and that looks to the future, as explained by the managing director Antonello Sanna; betting on young people and innovation. It is not an easy time for the financial markets. What is the vision of SCM SIM? We are going through a complex phase which, looking at the Italian political situation alone, could open up to different scenarios: from the stability of the Government, to the alliance between Lega and Forza Italia, with the distancing of the 5 Star Movement, to the diplomatic tension dealing with the EU regarding the spread at very high levels. We are sailing by sight. On the bonds front, we are looking more to the dollar than Europe because it has more attractive returns and, despite the same exposure to political risks, we have better cover in terms of volatility. With regard to equity, however, it would be wrong to consider the indexes from a negative perspective. For example, our product linked to the AIM market has grown by 5%, a proof that the choice of individual companies rewards. Among currencies we favour the dollar and the euro, in part also the pound sterling. More generally, at this particular moment in history, we believe that defence is the best strategy. SCM differs from other SIMs as a management model. What are the main features? We are not paid by the issuer but it is the customer who pays for the consultancy, regardless of the underlying investment. This model has multiple benefits and translates into a guarantee in terms of independence. If we do not think that it is useful for the client to make a certain investment we do not, in fact, push it in that direction just because we would like to make an income. We have been introducing a flat fee for several years, with performance commissions only taking place when the customer gains on the latest yield. And year after year we haven't canceled returns. In this way we grow with the customer and we earn when the customer earns on his investment. This aspect allows us to align our interests with those of the client. Looking ahead, SCM has launched Chronos for several months. What are the goals? Chronos is the management line that looks at the impact of new technologies on business performance. It includes companies that are growing at a dizzying rate and are changing our daily lives (from Amazon to Apple, through Samsung). Most of these businesses are between the United States and Asia. It is a line that joins and in some way completes our product I.T.A. calibrated towards small and medium-sized Italian companies. Young Talent Hub, on the other hand, is a path aimed at forming a new generation of wealth managers. How is the profession changing? Our goal is to reach 80 bankers in the next two years. A class of managers consisting of 1/3 a 'senior' generation and 2/3 of these new professionals. A mix that can also create an exchange of skills and cultures. The profession is changing, the approach to the customer changes and the tools change. What remains unchanged, however, is the importance of consultancy, of dialogue with people, of the reasoning that drives investment. From this point of view, I consider it premature, for our market, to talk about robotised consultancy. The centrality of people remains unaltered.